Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
On the other hand, many skills are likely to erode in utility value<\/strong> as quantified by Half-Life<\/strong>. The half-life period would be a good point for a decision, to drop the skill from the portfolio sometime soon and potentially replace with another skill. This is irrespective of the time that has taken to accumulate the same. The half-life is generally determined by the rapidity of changes in that technology or industry domain. This may also be dependent upon the speed of changes and strategies pursued within a particular company. <\/p>\n\n\n\n First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
We propose that it is very important to view Skills and Knowledge from both the perspectives of past CAGR and Half-Life which is in the future. As an engineer one can start by capturing the Portfolio of Skills and Knowledge<\/strong> that one possesses. Then one can do an analysis and develop a good understanding on which skills and knowledge in this portfolio. One also needs to be aware of which of the skills have accumulated value<\/strong> and have grown at a good rate. A particular skill or an industry specific knowledge can dramatically accumulate value when there is a surge in demand. More so some game changer ideas or technology<\/strong> can create such a surge. For example, in Digital Transformation<\/strong> - Smartphone apps led services, Smart Devices, Social Media led engagement, Cloud Enablement, Data Analytics, Artificial Intelligence and Machine Learning to name a few. <\/p>\n\n\n\n On the other hand, many skills are likely to erode in utility value<\/strong> as quantified by Half-Life<\/strong>. The half-life period would be a good point for a decision, to drop the skill from the portfolio sometime soon and potentially replace with another skill. This is irrespective of the time that has taken to accumulate the same. The half-life is generally determined by the rapidity of changes in that technology or industry domain. This may also be dependent upon the speed of changes and strategies pursued within a particular company. <\/p>\n\n\n\n First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
We propose that it is very important to view Skills and Knowledge from both the perspectives of past CAGR and Half-Life which is in the future. As an engineer one can start by capturing the Portfolio of Skills and Knowledge<\/strong> that one possesses. Then one can do an analysis and develop a good understanding on which skills and knowledge in this portfolio. One also needs to be aware of which of the skills have accumulated value<\/strong> and have grown at a good rate. A particular skill or an industry specific knowledge can dramatically accumulate value when there is a surge in demand. More so some game changer ideas or technology<\/strong> can create such a surge. For example, in Digital Transformation<\/strong> - Smartphone apps led services, Smart Devices, Social Media led engagement, Cloud Enablement, Data Analytics, Artificial Intelligence and Machine Learning to name a few. <\/p>\n\n\n\n On the other hand, many skills are likely to erode in utility value<\/strong> as quantified by Half-Life<\/strong>. The half-life period would be a good point for a decision, to drop the skill from the portfolio sometime soon and potentially replace with another skill. This is irrespective of the time that has taken to accumulate the same. The half-life is generally determined by the rapidity of changes in that technology or industry domain. This may also be dependent upon the speed of changes and strategies pursued within a particular company. <\/p>\n\n\n\n First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>and prune the eroding ones<\/strong>. At the same time, an individual has to embrace life-long learning to actively manage the portfolio. Some individuals might end up having a non-performing portfolio whereas some others may build a high-performing portfolio. A combined high-performing portfolio of Skills would benefit individuals, teams and organizations.<\/p>\n","post_title":"CAGR & Half-Life of Skills & Knowledge","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cagr-half-life-of-skills-knowledge","to_ping":"","pinged":"","post_modified":"2024-01-23 12:41:21","post_modified_gmt":"2024-01-23 12:41:21","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17980","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"2","filter":"raw"},{"ID":17570,"post_author":"10","post_date":"2020-11-23 18:23:20","post_date_gmt":"2020-11-23 12:53:20","post_content":"\n In the last couple of weeks, I had some long phone conversations with a few of my old buddies. I had not spoken to them in several months. The COVID situation was helping to connect with many through video calls rather than just messages on social media. One of them works for a large engineering services organization. Two others are in R&D organizations. One thing that struck me was everybody was referring to one project or the other they were working on (in their workplace of course). So you might ask \"so what is the issue?\"<\/em><\/strong> <\/p>\n\n\n\n Within most IT and R&D organization, people are used to being \u201cassigned\u201d to projects. Once they finish one a project, they move on to another. An engineer typically fills up a resume with major projects completed and contributions made. Strong project management practices have evolved to closely monitor individual tasks and resources (engineers and other materials). Project managers manage risks that could impact project completion and thereby its objectives. Funding is done for projects based on resources (both people and material). But, projects by definition are temporary in nature and this can drive thinking and decision making. Once Projects get closed most of the learnings too get wrapped up. So is there a better way to organize?<\/p>\n\n\n\n As part of Lean-Agile transformation,<\/strong> one of the foundation principles we convey is Product Thinking <\/strong>and Long-term Stable Teams.<\/strong> A department and in turn a larger organization should ideally be an aggregation of carefully designed teams each with a manageable size of members having requisite skills. Product thinking is about slices of customer value rather than set of project work<\/em><\/strong> packages. Product work gets assigned to teams as opposed to an individual getting assigned work. All work is then accomplished collectively by the members as one team<\/strong>. Product by nature lasts longer till it loses its utility value. So long-term stable teams and product thinking will allow members to be invested in their team identity, evolve team norms and practices and become high performing over a period of time. Customer value gets delivered over a longer period of time. <\/p>\n\n\n\n Once there is a long-term mindset, it enables Continuous Improvement<\/strong>, which is the next foundation element of Lean-Agile thinking. The teams will be able to develop a systematic understanding of the current state of performance indicators. They get time to carefully think of any improvements and can implement the same so that performance remains stable and also can improve. They can set standards and practices to ensure stability. It is difficult to imagine how this can happen in a temporary project setup where the key objective is to finish a project.<\/p>\n\n\n\n Talk to us if you are wondering how Lean-Agile transformation can change Projects based organization? <\/strong><\/p>\n\n\n\n #ProjectToProduct, #ProductThinking, #OrganizeAroundValue, #ContinuousImprovement, #LongtermStableTeams<\/p>\n","post_title":"Lean-Agile in Projects Organization \u2013 is it oil in water?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"17570-2","to_ping":"","pinged":"","post_modified":"2024-01-23 13:08:07","post_modified_gmt":"2024-01-23 13:08:07","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=17570","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
We then can categorize these skills and knowledge and put side by side the CAGR and an estimate their Half-Life. The utility value diminishes on account of obsolescence or disruptions in the domain with entry of new ones. While one might have a spent long time in accumulating certain skills, they might lose their significance over a short period of time due to lack of application. What used to be Half-life of 5-6 years for technologies and skills earlier in many domains have now reduced to as low as 2-3 years. This is especially true for digital transformation technologies. In simple terms many skills can lose their value and become obsolete in much shorter durations. <\/p>\n\n\n\n We propose that it is very important to view Skills and Knowledge from both the perspectives of past CAGR and Half-Life which is in the future. As an engineer one can start by capturing the Portfolio of Skills and Knowledge<\/strong> that one possesses. Then one can do an analysis and develop a good understanding on which skills and knowledge in this portfolio. One also needs to be aware of which of the skills have accumulated value<\/strong> and have grown at a good rate. A particular skill or an industry specific knowledge can dramatically accumulate value when there is a surge in demand. More so some game changer ideas or technology<\/strong> can create such a surge. For example, in Digital Transformation<\/strong> - Smartphone apps led services, Smart Devices, Social Media led engagement, Cloud Enablement, Data Analytics, Artificial Intelligence and Machine Learning to name a few. <\/p>\n\n\n\n On the other hand, many skills are likely to erode in utility value<\/strong> as quantified by Half-Life<\/strong>. The half-life period would be a good point for a decision, to drop the skill from the portfolio sometime soon and potentially replace with another skill. This is irrespective of the time that has taken to accumulate the same. The half-life is generally determined by the rapidity of changes in that technology or industry domain. This may also be dependent upon the speed of changes and strategies pursued within a particular company. <\/p>\n\n\n\n First it is about Enterprise Agility<\/strong> and how people are organized in terms of Agile Teams to adapt to the changes and continuously deliver customer value. Within teams, there is a need to have people with T-Shaped Skills<\/strong>. Each team member not only have deep skills in one or two areas but also have broad complementary skills to the extent practical \u2013 Portfolio of Skills<\/strong>. The leadership and management in organizations have to help team members in managing this portfolio and track both Half-Life <\/strong>and CAGR<\/strong>. The portfolio would also apply at the team and organization level. <\/p>\n\n\n\n Then it is incumbent on leadership to continuously<\/strong> make investments on growing skills and knowledge <\/strong>andContinuous Improvement<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
What is the implication for Organizations? <\/strong><\/h2>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
What is the implication for Organizations? <\/strong><\/h2>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
What is the implication for Organizations? <\/strong><\/h2>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
How can one use both the above ideas at an individual level? <\/strong><\/h2>\n\n\n\n
What is the implication for Organizations? <\/strong><\/h2>\n\n\n\n
Project approach is most common<\/h4>\n\n\n\n
Transition from Project thinking to Product Thinking<\/h4>\n\n\n\n
Continuous Improvement<\/h4>\n\n\n\n
How can one use both the above ideas at an individual level? <\/strong><\/h2>\n\n\n\n
What is the implication for Organizations? <\/strong><\/h2>\n\n\n\n
